Guide to the Training of Supervisors - Trainees' Manual/Part 1 (ILO, 1981, 269 p.

)
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2. PLANNING
LE-0. Module learning objectives and content
LE-1. Definition and type of plans
LE-2. General site planning
LE-3. Construction targets and productivity norms
LE-4. Daily work planning
LE-5. Forms, examples and exercises
LE-6. Module summary and checkpoint

LE-0. Module learning objectives and content

MODULE LEARNING OBJECTIVES

After you have learned this module, you should:

- know why planning is important;

- know how to describe the different types of site plans;
- understand which role the supervisor has to play in planning;
- know what the basic steps in planning are and be able to apply them.

LE-1. Definition and type of plans

LEARNING ELEMENT OBJECTIVES

After you have learned this element you should be able to:

- understand why planning is necessary;

- recognise the difference between the various types of plan.

When planning, we think ahead, set a target or a goal and try to find the best way to reach that
target, i.e. which, actions we have to take to reach the goal.

Planning is done almost everywhere and by everyone, from the farmer who figures out what,
when, where and how he shall plant, to the Government, which draws up plans for the
improvement of, for example, the national health services.
Within the programme, planning is done at all levels: at headquarters, plans are made at the
general level - for example, which areas will be covered by the programme; what the targets to
be achieved each year will be; what the total costs will be, etc. - Plans at the site level will
normally deal with how the work should be distributed for the next few days or weeks and what
progress should be achieved with a particular group of people doing a particular task.

There are many different types of plan and many different names for them, but usually they are
called after the level at which they are to be used and/or their duration, e.g. we have over-all
programme plans, site plans, monthly work plans, weekly/daily work plans.

In this module we discuss the two types of planning a construction supervisor is likely to deal
with: general site planning and work planning. General site planning deals with the camp, stores
and recruitment of labourers. Work plans are made for different purposes.

The engineer makes a yearly work plan, showing which roads should be completed during the
year. Based on "Bills of Quantity" he also makes work plans for each road. From these plans
monthly targets are calculated which will be given to the supervisor in charge of the construction
work.

The supervisor is responsible for the preparation of detailed weekly and daily work plans. These
work plans indicate how the labour force will be divided to carry out the different activities,
where they will work, where culverts will be laid, etc.

Example of various levels of planning

Level Target Plan
MINISTRY (General) To improve To set up a programme to build new roads
access in rural areas
PROGRAMME To build 10 000 km of Set up construction units, select suitable areas
roads over five years
UNIT To build 500 km of roads Select suitable roads Start, duration, finish of each
in the selected area per road, number of workers needed, number of tools,
year location of camps
SITE (ROAD) To reach, km 1 + 250 at Sequencing of activities Start of each activity
the end of the month Number of labourers for each, activity
SITE (ROAD) To finish earthworks at Volume to be excavated, type of soil, task rate,
section 0 + 780 tomorrow number of labourers for the excavation
PLANNING IS TO SET SPECIFIC TARGETS OR GOALS AND TO PUT DOWN IN
DETAIL THE NECESSARY ACTIONS TO REACH THOSE TARGETS

LE-2. General site planning

LEARNING ELEMENT OBJECTIVES

After you have learned this element, you should:

- know and be able to describe the general site planning procedure.

General site planning is concerned with the site as a whole, including the camp, labour supply
and stores. Both the engineer and construction supervisor have a role to play in general site
planning.

Before the camp is set up, the pre-construction planning is carried out from the engineer's office.
This is done to provide the construction supervisor with, a set of instructions on how big the
camp should be, where it should be located, when it should be set up, which stores are required
and. how many labourers should be recruited.

However, the supervisor should know how to do this type of planning, since he will have to
make the adjustments and replanning when the original plans have to be changed for some
reason or other.

Camp

The size of the camp depends on the size and duration of the project. It will be necessary to
determine how many of the project staff have to be housed and how much equipment and tools
have to be stored.

Also, the distance to the main store and the availability of transport affect the size of the camp. If
the site is very isolated, the camp has to be better stocked with. stores and is therefore likely to
be bigger.

The regulations of the project should specify which type of accommodation each category of
staff is entitled to.

The huts and other materials for the camp usually go from one project to another. This implies
that, if one project is delayed, the camp for the next site might not be available as planned.
Replanning is then necessary; either the start of the new project will have to be delayed or some
temporary camp arrangements, such, as tents or rented accommodation in nearby villages, may
have to be used. This sort of problem solving is a common task for the construction supervisor.

The location of the camp depends on availability of water, distance to construction site and
accessibility for project vehicles. At the survey stage, the engineer should have determined
where the camp should be established so that these criteria are best met. But as these criteria
might change, the construction supervisor should be able to provide alternative suggestions. It is
also common, at least for roads longer than 6-7 km, that the camp has to be moved one or several
times. For this purpose transport is required. The supervisor therefore has to plan his move in
advance so that the necessary transport can be requested and provided.

Tools

Tools are usually issued in a quantity which corresponds to the planned number of workers.
Special conditions on the site might, however, call for special tools or increased numbers of a
particular tool. It is most important that the supervisor is able to foresee this need so that he can
request whatever is necessary at an early stage.

Labourers

The total number of labourers needed for the work is estimated by the engineer, depending on
the labour availability in the area, the duration of the work and the supervisory capacity.

The recruitment of the whole labour force is usually done on one day. To ensure good
organisation of the work it is important, however, to see to it that not all labourers start work at
the same time. It is better to have them report for work, for example, in groups of 25 at intervals
of, say, one week.

Site planning begins with logically arranging the construction activities. Normally, the
construction activities are carried out in the following order:

Figure M-2, LE-2/3

Operation Activity
SUPPORTING Setting out, work at camp
Water supply
Erosion protection
SITE CLEARING Bush clearing
Grubbing
Tree and stump removal
Boulder removal
EARTHWORKS Excavation and filling
Spreading and compaction of fills
DRAINAGE Ditching (side, mitre, catch-water)
Sloping
Camber formation
Culvert laying
STRUCTURES Multiple-line culverts
Drifts
Bridges

Staggered start

The start of the project should be staggered. This means that there should be intervals between
the starting times of different gangs, By following the normal chronological order of the
activities, the following plan for engaging workers could be made:

Example Activity
Day 1 = Gang A, 25 workers Start work on supporting activities and clearing
Day 7 = Gang B, 25 workers Start earthworks
Day 17 = Gang C, 50 workers Start drainage

In principle, each activity should follow the preceding one as closely as possible. However, care
should be taken that the workers of different gangs are not in each other's way.

On the other hand, to simplify the supervision, the distance between the first and last
construction activity should be kept as short as possible. Construction activities under one
supervisor should normally not be spread over more than 2 km.

It can therefore be advisable to carry out the construction in two stages: first, to complete a large
section as far as earthworks are concerned; second, to do the drainage and camber formations.
The structures can be constructed simultaneously. This method also allows some. time for the
settling of the earthworks so that corrections can be made when the drainage and camber
formation is done.

LE-3. Construction targets and productivity norms

LEARNING ELEMENT OBJECTIVES

After you have learned this element you should be able to:

- understand why long-range plans are made;

- understand how planning norms are used;
- understand why work targets are important and how they are set,

Long-range work plans are work plans which cover a fairly long period of time from, say, 2-5
months up to a year or more. These plans are made by headquarters or site engineers. They are
usually not very detailed but give a general picture of what is to happen in the period. A. yearly
work plan should, for instance, describe which. projects will be undertaken during the year, when
the construction should start and finish and which resources should be used.

More detailed plans can be made when the quantities of work can be estimated. In the case of a
road construction project, this is as soon as the alignment is set out. Such "Project Work Plans"
are based on estimates of the volume of work, degree of difficulty and actual resources available.

To estimate the quantities of work to be done, a simple Bill of Quantity will have to be made.

One way to do this is as follows:

1. The alignment is set out with pegs every 20 metres. These pegs should also show the level of
the new road.

2. At each section the height and width of excavation (or fill) is estimated (by eye) and noted.
Alternatively, the cross fall gradient can be measured either by chronometer or with an abney
level and boning rod.
3. The average cut height and width cross fall is calculated for each kilometre.

4. The approximate volume to be excavated is calculated for each kilometre.

5. Rates of work are assumed; for example, 3 m3 of excavation of firm soil per man/day.

6. Inputs in number of man/days are noted (4 divided by 5).

7. The quantity of the other main activities is judged. Rates of work are assumed and the input in
number of man/days is noted on the Survey Form.

8. Fifteen per cent extra man/days are added to cover supporting activities such as camp
building, water hauling, etc.

9. The sum of these man/days represents the total input for each kilometre of road.

The "Survey Form" now gives a rough estimate of the amount of work for each kilometre or
section and the number of man/days required to carry out this work. To make it easier to control
and adjust, this information is transferred to a graph, the "Planning Graph" (LE-3/5). Here the
length of the road is shown on the horizontal axis and the estimated required input (in man/days)
on the vertical axis.

The total number of man/days required for each. kilometre is noted below the graph. The number
of working days required to complete each kilometre is calculated by dividing this number of
man/days by the average number of labourers available for the work. The target can then be set.
This target is expressed as the date or working day when each kilometre should be completed
and indicates how many man/days should be spent on the work.

The construction supervisor then has to plan how his labourers and equipment should be
organised in order to reach the target. His planning is called weekly/daily work planning and is
described in LE-4 of this Module.

STEP-BY-STEP DESCRIPTION OF THE PLANNING PROCESS

Step Action: By: Using Forward to: For
form:
1. Setting out Surveyor Officer in Input
alignment charge estimate
2. Estimated input Officer in charge Officer in Planning
charge graph
5. Prepare planning Officer in charge Officer in Approval
graph. charge
4. Setting targets Officer in charge Supervisor Execution
5. Measure task Supervisor Supervisor Work plans
quantities
6. Execute work Labourers + gang leaders +
supervisor

Tentative productivity norms (task rates)

 PLANNING GRAPH

LE-4. Daily work planning

LEARNING ELEMENT OBJECTIVES

After you have learned this element, you should, be able to:

- understand and describe the daily work planning.

The Daily Work Plan is the most detailed of the plans. It outlines which activities will be
executed, how many workers will work on each activity and the quantity of work they should do,
on a daily basis.

It is the responsibility of the construction supervisor to prepare and execute the Daily Work Plan.

The basis for the Daily Work Plan is:

(a) the measured quantities of work for the major construction activities (grubbing, excavation,
ditching, sloping and camber formation);

(b) the estimated productivity (task) rate;

(c) the resources (number of men) available.

These factors are described below.

(a) Quantities of work

Although an estimate of the volume of work has usually been made for the long-range plan
before the construction starts, the construction supervisor should measure these quantities of
work on a section-by-section basis.

This measuring of quantities should be done well ahead of construction so that the work planning
can be done in an efficient way. For excavation, which is more time consuming to measure than
other activities, measuring should be done at least 5-6 days ahead of construction.

For the other activities, measuring can be done at the same time as the work plans are prepared.

The volumes of work for each major activity should be recorded on special forms "Quantities of
Work" forms. This will allow the supervisor to plan the daily work more easily. If possible it is
good practice to bundle these forms in a "Quantities of Work" book. On these forms the
quantities of work to be done in each. section (from one cross-section peg to the next) as well as
the estimated (task) productivity rate should be noted.

(b) Task rates

The "task" is the amount of work a labourer is expected to do to earn a day's wage. The "task
rate", e.g. 3 m3 man/day for excavation, varies with the conditions of work. For example, when
the soil is loose or sandy a daily task can be bigger than when the soil is hard/stony. Normally,
the engineer will issue a set of task rates to be used in different conditions and the supervisor
should, after he has seen his labourers at work, be able to judge which daily task is reasonable.
Task work is described in detail in Module 5, LE-3.

(c) Number of labourers available

The size of the labour force is generally determined by the labour availability and the size of the
site. Hiring and firing is not a part of the daily routine and once the build-up is done, the labour
force should remain fairly constant throughout the construction period. Thus, the supervisor will
know how many labourers are available for the various activities.

Planning the work

Knowing: (i) the quantity of work to be done; (ii) the task rate; and (iii) the number of labourers
available, the supervisor can make his work plans.

The construction activities should always be planned and carried out in a logical order. After
controlling the work done, the supervisor will know which activities require most workers. By
dividing a certain quantity of work by the relevant task rate, the number of workers required can
be calculated (50 m3 of excavation can be done by ten workers if the task rate is 5 m3 man/day).

Since his "Quantities of Work" book indicates which quantities of work have to be carried out
between one section and the next, the supervisor should be able to plan his work in such. a way
that: (i) the activities are carried out on a reasonably short section of road (so that the supervisor
can control the work); (ii) the activities are carried out in a logical order; (iii) the workers are not
in each other's way.

After he has made his plan, he writes it down in a "Work Programming Book" or "Daily
Planning Book" and instructs his gang leaders where to work the next day, which activity to
carry out and how many labourers to use.

Example
During his inspection, the supervisor finds it necessary to increase the number of labourers in
the excavation gang because the next activity, ditching, is too close. The number of people in
the excavation gang is increased to 20 by taking people from the ditching gang.

Judging from the hardness of the soil, a task rate of 3 m3 man/day is appropriate. This means
that the 20 workers of the excavation gang should be able to complete 20 × 5 = 60 m3 the next
day. Checking in his "Quantities of Work" book, the supervisor finds that from section 2 km +
580 m to section 2 km + 700 m there is 59 m3 of soil to be excavated.
Since this is only 1 m3 less than. the estimated volume for 20 workers this is acceptable. The
supervisor notes the following in his Daily Work Plan:

Day 65, Gang B, 20 workers excavation from 2 + 580 till 2 + 700, volume 59 m3, task rate 3 m3
man/day.

Revising the plans

The plans have very often to be changed, before or during the execution, due to such. factors as
changes in the number of workers available, weather or unforeseen difficulties, e.g. hidden rock.
This means that the supervisor must be alert and anticipate such changes to the best of his ability
and adapt his plans accordingly.

It is important to note why certain changes in the plan had to be made. When, for example, the
work had to be replanned because the hand tools for a certain activity were not sufficient, this
means that the stocking of the site store is inadequate and should be re-examined.

LE-5. Forms, examples and exercises

LEARNING ELEMENT OBJECTIVE

After you have learned this element, you should be able to:

- use the planning forms correctly.

LE-6. Module summary and checkpoint

LEARNING ELEMENT OBJECTIVES

After you have learned this element, you should be able to:

- understand the importance of planning;

- recognise why plans have to be changed;
- know how plans are classified.

SUMMARY

Planning is carried out at all levels of the organisation. The headquarters' engineers are engaged
in over-all, long-range planning while the construction supervisor out on the site makes specific,
short-range plans.

Plans are often named after their purpose and/or duration, e.g. monthly work plan, daily work
plan, over-all programme plan, etc.
Planning is done most effectively by setting targets and outlining: (i) the necessary actions; and
(ii) the resources to be used to attain those targets.

Plans often have to be changed as many factors important to the planning can change (e.g. labour
force, weather, supplies).

Plans are made: (i) to logically arrange the work; (ii) to be able to control it effectively; and (iii)
to achieve certain targets.

Highlights

1. The construction supervisor requires not only technical, but also planning, organising and
controlling skills.

2. To plan is basically to answer the following questions:

(a) What is to be done?

(b) When will it be done?
(c) How will it be done?
(d) Who will do it?
(e) How will it be done?

3. Examples of the types of planning a construction supervisor gets involved in:

(a) camp preparations;

(b) arrangement of work;
(c) engagement of labour;
(d) use of construction materials;
(e) daily work plans.

4. Some of the consequences of poor planning are:

(a) a low output;

(b) higher cost;
(c) misunderstanding and confusion;
(d) pressure from above;
(e) poor quality work.

5. Plans might have to be changed because of:

(a) changes in labour supply;

(b) changes in material supply;
(c) changes in weather (gives changes in productivity and number of working days available);
(d) changes in alignment.

MODULE CHECKPOINT
Indicate True (T) or False (F):

1. Planning is only done at the highest level of the organisation .............

2. Planning is to determine what needs to be done, who will do it and when .............
3. Ordinary people never have to plan .............
4. Plans are named after their purpose and/or duration .............
5. .............
6. .............
7. .............

Answer briefly:

9. What is the reason for planning? ............................................................................

.....................................................................................................................................
.....................................................................................................................................
10. What do you need to know in order to make a Daily Work Plan? ........................
.....................................................................................................................................
.....................................................................................................................................
11. Why is it necessary to do the planning on special forms? ....................................
.....................................................................................................................................
.....................................................................................................................................

FIELD INSTRUCTIONS*

* Project-specific, to be completed by the instructor.